Transforming HR to meet new business priorities
HR transformation efforts are continuing to shift their focus to business priorities, concentrating on areas such as talent, emerging markets, and the HR organization.
Global Business Driven HR Transformation
The Journey Continues
Change never stops in the global business environment, and HR must keep evolving if it wants to remain relevant. That’s why professionals across Deloitte’s Talent practice created a forward-looking vision to help organizations understand where they’re headed—and why. This vision, Global business driven HR transformation: The journey continues, identifies 18 distinct focus areas for companies that aim to respond more quickly and effectively to changes, expand their global footprints, and increase revenues and margins. Highlighting critical drivers such as growth, globalization, talent trends, and technology change, this series of point-of-view papers addresses topics that are likely to affect the business environment in ways that also affect executives across the C-suite.
The global business environment is experiencing unprecedented change, and human resources (HR) should develop new capabilities if it wants to remain relevant. Social and economic forces have significant implications for the future of business and HR. And the future starts now.
The concept of “going global” is important for organizations to adopt in order to build the right infrastructure for globalization. There are multiple paths to achieving the globalization, but determining which path an organization should take is the critical factor in reaching the global vision.
The blended HR service delivery model is a “blend” of technologies and third-party providers in addition to internal capability to create the end-state model for delivering HR services. This chapter outlines the four components involved in the “blend” and the implementation challenges.
Effective change analytics can help manage change during HR transformations. Change data is fundamental to identifying resistance, understanding where exactly to make change investments, and to help maintain strong leadership alignment around implementation challenges.
There is an increasing importance of a new role in an organization to drive performance improvements across the entire HR function - The HR Chief Operating Officer (HR COO).
Effective governance has several implications on decision making and sustainable change. This chapter outlines the negative implications of failure to adopt governance, as well as what is required for the implementation of an effective governance framework.
Traditional HR benchmarking focuses solely on HR’s efficiency, not its effectiveness or ability to become a transformational, strategic part of the business. A new measurement system and different approach to benchmarking is required to analyze how HR can respond to today’s market challenges.
There is an increasing trend towards cloud-based computing and the Software as a Service (SaaS) model to fuel critical HR Transformation. Embracing an HR-centric view of the cloud allows HR leaders to support operational excellence and implement effective talent strategies.
Social media can help to attract and retain talent, improve the efficiency of HR service delivery, empower managers to manage teams effectively, and facilitate leadership that drives innovation and organizational agility.
There is a growing trend towards “talent-led HR Transformation.” This can be a key element in the next evolution of HR Transformation to help talent leaders overcome many challenges that they are faced with today.
Global payroll management has the ability to evaluate the organization’s business needs by blending country-specific, regional, and multi-continent / global delivery service models to cover the globe.
Global Total Benefit Administration (“GTBA”) solutions are the next growth opportunity for benefit solution providers. GTBA solutions must be built differently than traditional local market solutions, as they are less likely to be one-size-fits-all solutions.
A centralized compensation model is important for organizations to adopt in order to achieve standardization without sacrificing the important benefits of local customization. This stands in parallel with the increasing global alignment of other HR operations and shared services.
Organizations can overcome the challenges of managing a contingent workforce through an enterprise-wide approach, based on broad collaboration across the company, with programs targeted to specific business audiences.
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